Twenty Years after Balanced Scorecard

Kampanje, Brian Phiri

doi:10.2139/ssrn.2099830

Cited by 2 publications

(2 citation statements)

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“…BALANCED SCORECARD APPROACH Balanced Scorecard (BSC) is a model of performance, is effective in that "it articulates the links between leading inputs (human and physical), processes, and lagging outcomes and focuses on the importance of managing these components to achieve the organisation's strategic priorities" Abernethy et al, (2005:136) cited in (Hough, Thompson, Strickland and Gamble 2008:194). Balanced Scorecard is a performance appraisal tool developed in 1992 by Kaplan and Nolan (Kampanje, 2012). The BSC is a tool for performance management and performance evaluation.…”

Section: Performance Management In An Organisationmentioning

confidence: 99%

“…According to Hodgkinson and Kelly (2007:83) cited in Kampanje (2012), a BSC can be seen as a strategic management system, the model facilitates the translation of an organisation's vision and strategy into objectives, measures and targets in four different areas: the financial perspectives, the customers perspectives, the internal business perspectives and the innovation/Learning and growth perspectives. According to Kaplan and Norton, (1992) and Kaplan and Norton (1996), in the center of all of the four areas is the mission and vision of the organisation.…”

Section: Performance Management In An Organisationmentioning

confidence: 99%

See 1 more Smart Citation

Performance Management and Development Systems with Balanced Scorecard as a Performance Appraisal Tool at a Selected Eastern Cape Hospital : A Case Study Approach

Adejoke¹,

Bayat²

2013

SJBEM

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Performance management includes activities that ensure that organisation goals are consistently being met effectively and efficiently. The performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. Presently, in the Eastern Cape Department of Health, the performance appraisal tool used is the Performance Management and Development System (PMDS). Despite its policy's review over the years, workers are of the opinion that it does not eliminate the problems encountered while implementing PMDS. The Balanced Scorecard (BSC) which could be integrated with the PMDS in order to identify performance enhancement and to help promote professional growth. The Balanced scorecard ensures that the visions and goals of the organisation are met, ensuring strategic decision making at the top management level. An Organisation can develop its vision or strategic intent in order to achieve its mission and implement its strategies. The Organisation's ability to be a success depends on the performance of its staff and the BSC which also help in aligning their performance and the strategies would be useful. The PMDS and BSC combined would not only be a measurement system but also a management system that enables organisation to identify their strategies and transform them into actions.

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Section: Performance Management In An Organisationmentioning

confidence: 99%

Section: Performance Management In An Organisationmentioning

confidence: 99%